Organizational Behavior & Leadership Practice Exam

Instrumental Values

Perferred modes of conduct or specific ways of behaving that serve as a means to achieve desired terminal values, or end goals.

Terminal Values

Core, fundamental beliefs about desirable end-states of existence.

Transitory Values

Personal values that are only significant for a limited time.

Determinate Values

Values that are clearly defined, specified, and unchanging.

Intrinsic Reward

Internal, psychological satisfaction and fulfullment people gain from performing an activity or completing a task.

Extrinsic Reward

External incentives that motivate people to perform a task or achieve a goal.

Affiliation Reward

Encourage loyalty and incentivize building relationships within a group.

Compensatory Reward

Financial and non-financial incentives an organization provides an employee in exchange for labor.

McClelland's Theory of Needs

Individuals are motivated by three fundamental needs: Achievement, Affiliation, and Power.

McGregor's Theory X and Theory Y

One theory assumes employees are lazy and require supervision, another views employees as self-motivated and capable of self direction.

Two-Factor Theory

Job satisfaction is derived from two factors. Motivating Factors and Hygiene Factors.

Maslow's Hierarchy of Needs Theory

Five-Tier Pyramid that includes Physiological Needs, Safety Needs, Love & Belonging, Esteem, and Self Actualization.

Formal Group

A group deliberately created by an external authority to achieve a specific, pre-defined objective with a structured framework.

Informal Group

Unofficial association of people who come together voluntarily based on shared interests, friendships, or social needs.

Unified Group

A team that shares a common vision, works collaboratively, and is cohesive in its efforts to achieve goals.

Problem-Solving Team

Group of 5 to 12 employees from the same department who meet for a few hours each week top discuss ways of improving quality, efficiency, and the work environment.

Cross-Functional Team

Employees from about the same hierarchical level but from different work areas who come together to accomplish a task.

Altering the Human Variable

Changing individual or group behaviors, attitudes, or skills to resolve conflict or manage change.

Authoritative Command

A directive from someone with recognized power or authority that requires a specific action or service.

Altering the Structural Variable

Changing an organization's formal framework, such as reporting relationships, team composition, or job designs.

Divergent Team

Approaches individuals, group, and organizational learning that engages people using shared experiences, reflection, application, and performance.

Diverse Team

A group of people with a variety of individual differences, such as age, race, gender, culture, ability, education, and experience.

Virtual Team

Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.

Work Teams

A group whose individual efforts result in performance that is greater than the sum of the individual inputs.

Type A Behavior

The Director, Goal-Oriented, Risk Taking, Good Under Stress

Type B Behavior

The Socializer, Relationship-Oriented, Outgoing, Enthusiastic

Type C Behavior

The Thinker, Detailed-Oriented, Logical, Prepared.

Type D Behavior

The Support, Task-Oriented, Stablizing, Cautious.

Transformational Leaders

Visionaries who inspire and motivate their followers to achieve beyond their perceived abilities by creating a compelling vision.

360-Degree Performance Evaluation

Assessment that gathers an employee's strengths and weaknesses from multiple sources, including managers, peers, direct reports, and sometimes customers.

Perceptual Fairness Theory

Explain how individuals perceive and evaluate fairness in social exchanges by comparing their inputs to their outcomes.

Perception Theory

Theory that explains who humans interpret and understand information based on knowledge and past experiences.

Inequity Theory

A theory stating that individuals compare their job inputs and outcomes with those of others and then respond if their output does not equal their input.

Equity Theory

A theory stating that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

Cohesive Groups

A team whose members function as a unified whole, sharing a common purpose, strong inter-personal bonds, and a sense of unity that leads to increased productivity.

Non-Cohesive Groups

A team whose members lack unity, shared purpose, and commitment among its members.

Transformational Leaders

A style where a leader motivates followers to achieve a shared vision and surpass their own expectations, leading to positive change within an organization.

Internal Customer

A person or department within an organization who receives goods, services, or support.

External Customer

A person or group outside an organization who receives goods, services, or support.